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Muhammad Ali Albakri, Chief Information Officer, Saudi Arabian Airlines, Pg

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Muhammad Ali Albakri, Chief Information Officer, Saudi Arabian Airlines, Pg A MAGAZINE FOR AIRLINE EXECUTIVES 2011 Issue No. 2 Taking your airline to new heights The Jewel A Conversation With … Muhammad Ali Albakri, Chief Information Officer, Saudi Arabian Airlines, Pg. 24 18 Comair Limited adopts a variety of 40 The European Commission invests in 56 The most successful airline connects it’s entire new technologies modernized air traffic management organization, end to end system The Jewel By Stephani Hawkins | Ascend Editor ASCEND I PROFILE audi Arabian Airlines found its wings in 1945 when U.S. President Franklin D. Roosevelt gave a twin-engine DC-3 (Dakota) HZ-AAX to Saudi Arabia King SAbdul Aziz as a gift. The single aircraft was used to carry passengers and cargo between Riyadh, Jeddah and Dhahran. Within months, two additional DC-3 Dakotas were purchased, and the new airline, thought of by many as “The Jewel Of The Middle East,” began its journey to becoming one of the world’s largest airlines. Like most airlines that have been around for more than half a century, Saudia has a rich history that paved the way to long- term success. Inch by inch, year by year, the Middle East-based carrier added new aircraft, expanded its route network, grew a loyal customer base and earned a strong position in the aviation industry. During its 66 years of service, the airline has earned more than 50 awards that speak volumes about its commitment to providing outstanding service to the traveling public. Among them are the Diamond Award for onboard services for passengers with spe- cial needs, the Emerald Award for excellent food service and the Sapphire Award for excellence in sky sales — all from On Board Services Magazine; British Airways Award for Performance, Quality and Service; Excellent Quality Award from Lufthansa for Best Caterer and in recognition of Excellent Service Standards; and, most recently, the Yahoo! Middle East Online Award for Best Regional Online Marketing. Top service standards and outstanding marketing efforts merely scratch the sur- face. Saudia places great emphasis on keeping the Saudi Arabian economy strong and the country’s residents employed. Saudia and the Kingdom’s Ministry of Higher Education reached an agreement whereby Saudia will take advantage of the Ministry’s scholarship program to allocate 100 scholarships for Saudi nationals for aviation studies abroad, ending with certi- fication and guaranteed jobs flying Saudia aircraft. Fifty students have already begun their studies, and the other 50 will start next year. The airline has also been extremely active in pursuing opportunities whereby its own employees have been able to join a government-sponsored scholarships pro- gram (H. M. King Abdullah Scholarship Education Program) for masters and doc- torate degrees in various sciences and management fields. In October 2010, the carrier’s Saudia Aerospace Engineering Industries Company signed an agreement with the Human Resource Development Fund to train 100 Saudis to work in the aviation industry. This ascend 25 ASCEND I PROFILE is nothing new to Saudia. Since 1964, the specific trainees selected, and what impact Education, the scholarship program of H.M. airline has played a significant role in the do these efforts have on employment rates King Abdullah for bachelor and higher edu- training and employment of Saudis. and the overall economy in the region? cation abroad, and the recently unveiled That year, it sent 30 of its nationals to the Answer: As a matter of fact, Saudia has program to select and accept candidates to United States to learn about maintenance always been on top of the list in terms of be enrolled in an 18-month training program of aircraft engines and to study aeronautics. training and human capital development. for the benefit of front-line requirements. During the past five decades, the carrier Throughout the years, Saudia sponsored, All these means are in the heart of our has sent more than 5,000 Saudis for higher financed and executed numerous training continuing efforts to ensure that our human studies and training. programs, capitalizing on the availability of capitals are ready for the “changes” and The airline, which today operates 139 young population and a supportive govern- capable to deliver. aircraft, will acquire 82 of the industry’s ment posture. Q: Saudia seeks to become a five-star latest aircraft from manufacturers Airbus Whenever a new program is unveiled, airline. What type of service enhancements and Boeing as part of its strategic plan to it comes with a complete governance pro- will support this objective? How will employ- modernize its fleet. In November 2010, gram whereby the entire process from ees directly contribute to reaching this goal? it signed a contract with Boeing for 22 advertisements to acceptance and hiring A: Through a strategic “change” program new 777-300 ER and eight 787 Dreamliner are carried out in accordance to rules called the “TAKE OFF PROGRAM,” there aircraft. A month earlier, Saudia received and guidelines approved by top executive are numerous human capital development delivery of its first of 15 ordered Airbus committees that normally include human projects that focus on training, providing A321 aircraft, and it has already received resources, corporate training and the ben- specific skills and hiring highly qualified most of the Airbus A320s and started to eficiary divisions, and the chairmanship of people with potential to empower the mas- receive the A330s. the president of the airline. Saudia does sive change being pursued. The majority of the aircraft will be not reinvent the wheel … rather we apply In all customer touch points, employees’ used as part of a program to rationalize internationally accepted criteria and subject roles and responsibilities are being rede- domestic services and increase seating candidates to evaluation and assessment fined and clarified, and focused training capacity by 20 percent. Another initiative programs that are well recognized in the programs are being executed to upgrade is currently underway for the acquisition of aviation industry and the space of training/ skills and equip employees with the needed another large order (50 Airbus and Boeing human development. competencies to provide consistent ser- aircraft) to be added yet to its fleet, which Saudia is spearheading many human vices to our customers. is becoming streamlined and aligned with development and training programs for This, of course, is being aided by rolling the new strategy for the airline’s route multiple specialties and through different out incentive programs, potential career- network. means such as the “Future Pioneers” pro- development programs for top performance Aligned with the airline’s superior gram where a large number of college and a continuing recognition effort by customer service standards, passengers graduates have been selected and enrolled Saudia’s top executives. aboard the Airbus A330s can now use in a two-year intensive training/OJT pro- Q: Once Saudia reaches five-star status, mobile phones and the Internet during gram, the Pilots training program with a what steps will be taken to ensure it main- flight without impacting the aircraft’s sys- scholarship from the Ministry of Higher tains this status or excels beyond? tems — one of many benefits the modern fleet affords the carrier and its travelers. A member of the Arab Air Carriers Organization, Saudi’s national flag carrier serves 121 cities around the world and has codeshare agreements with several airlines, including Ethiopian Airlines, Gulf Air, Kuwait Airways, Mahan Air and South African Airways. In January, Saudia forged ahead in a codeshare agreement with Air France-KLM, making it a ripe candidate for entry into the global SkyTeam alliance. Leading Saudia’s information technol- ogy division, Chief Information Officer Muhammad Ali Albakri has been imple- menting an IT master plan to support its many current and upcoming initiatives and help drive the airline’s bottom-line success. In a recent interview with Ascend, Albakri discussed some of the carrier’s key strate- gies and attributes that make it a true jewel in the Middle East. Question: In October 2010, Saudia Aerospace Engineering Industries Photo: Airbus Company, owned by parent Saudia, signed an agreement with the Human Resource Development Fund to train 100 Saudis to Airbus Orders In June, Saudia placed a firm order for four additional Airbus A330-300 aircraft in work in the aviation industry. How are these addition to the eight ordered in July 2008, bringing the total order for the type to 12. 26 ascend O ASCEND I PROFILE A: The massive changes being introduced network strategies will be augmented by status issue. It is a necessity brought into the airlines are not short-term strate- the bilateral agreements with all members forward by our loyal and anticipating pas- gies but rather long-term strategic goals of the alliance and will benefit Saudia’s sengers, and Saudia’s assessment was very that are linked to a sustainable business frequent flyer members as well as business- positive in this regard. model. Everything that is being done today and first-class travelers to take advantage of Q: To become profitable, Saudia must is deeply rooted to build for the future. a wide spectrum of benefits offered by the increase revenues, reduce costs and Saudia efforts to join the SkyTeam alliance alliance. Sharing passengers’ lounges and increase efficiency. What is your strategy and its continuing efforts to maintain its facilities across the world will help Saudia behind this goal? accreditation with ICAO, IOSA, ISO9000, offer better services at reduced costs. A: Saudia’s privatization program recog- FAA, IATA, etc., will certainly keep the Q: What attracts you to SkyTeam versus nized that once fully privatized, the airline “passion” going to achieve even more and competitor alliances Star and oneworld? must increase market share, ensure growth not just accept the staus qou.
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